Firstly,
the bank’s C.V short-listing process is one of the most popular informal
selection methods throughout all organisations (Zibarras & Woods, 2010).
Cole, Field and Giles (2003) assert that recruiters with years of experience
are usually able to foresee potential candidates’ overall cognitive ability and
their personality traits. However, Schmidt and Hunter (1998) believe this is
not always true as C.V screening often lack details which can be difficult even
for an experienced recruiter to identify. To be more precise, an organisation
may be faced with legal implications by hiring a candidate without a scoring
system or universal administration, and basing their decision solely on C.V as
it does not predict candidates’ subsequent job performance. This therefore
renders the current selection method inappropriate although it is easy to
administer and is cost-effective for the organisation (Schmidt and Hunter,
1998).

 

Following
a C.V short-listing, an unstructured interview was then conducted to complete the
selection process. However, this method is frequently unable to address the
conditions of validity and reliability, although, it is a frequently used
hiring style with the added benefit of predicting candidates’ suitability to
the organisation (Zibarras and Woods, 2010; Herriot, 1992). This current
problem can be seen in the bank’s selection process as the unstructured
interviews are not deemed as a fair comparison between applicants and
demonstrates inconsistency and structure (Kausel, Culbertson & Madrid,
2016). In addition, particularly, unstructured interviews are likely experience
biases that are in accordance with the beliefs, stereotypes and attitudes of
the interviewer. Unfortunately, this occurrence is mainly due to inadequate
training and or inability to keep the interview on job-related questions
(Schmid Mast, Bangerter, Bulliard & Aerni, 2011).

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The
methods adopted by the bank is unsuitable for various reasons, such as: the
selection criteria are lacking in relation to person specification and job
role, thus questioning its fairness, effectiveness and devotion to equal
opportunities; additionally, the company may face legal implications and result
in a vast number of unfit candidates being hired, also resulting in financial
loss. In light of this, a two-step recruitment process, consisting of a
situational judgement test (SJT) and assessment centre (AC) is recommended to
improve the selection and retention of the call centre employees.  

 

 

Suggested
Selection Methods and Process

 

As
unreliable recruitment strategy has the potential to cause organisations
financial lost, it is therefore paramount for organisations to invest in a job
analysis, which will identify the candidates’ skills, abilities and
competencies in order to develop a well-detailed, multi-method selection
strategy to identify the correct candidates for the particular job role
(Robertson & Smith, 2001).

 

It
can be assumed that call centre employees must possess specific job-relevant
knowledge and behaviours competencies, for example, great communication and
selling skills in order to succeed in the role (Sawyerr, Srinivas & Wang,
2009). A situational judgement test (SJT) is
proposed as the first stage of the new recruitment process. SJTs are
online-based, multiple choice psychological test which presents the individual
with work-related scenarios and asking them to decide on an appropriate
response; and are often used in organisations as a shortlisting method
(Lievens, Peeters & Schollaert, 2008). The answers are automatically marked,
which then eliminates most unsuitable candidates. Although the SJT helps to
eliminate unsuitable candidates, it is very important that the selection
process is based on a comprehensive job analysis and involvement of subject
matter experts (SMEs). Research on SJTs has found it to be: less negative
effects than IQ measures (Patterson et al., 2012); possess high construct validity
(Lievens, Buyse & Sackett, 2005); has job-related criteria, is more accurate
than personality measures (McDaniel, Hartman, Whetzel & Grubb, 2007). Additionally,
SJTs have low fidelity, since candidates are not asked to explicitly determine
the behaviours, which will be addressed at a later stage in the proposal. Furthermore,
it is crucial to note that most research into this topic has not been conducted
in real organisations (Robertson & Smith, 2001). However, the aforementioned
research suggests that implementing a customised SJT will likely to increase
the chances of a more suitable candidate as well as increase the reliability of
the first part of the selection process (Chan & Schmitt, 2002). However,
the adequacy of the proposed method will likewise intensely rely upon test
configuration, as issues emerging from absence of clear guidelines and cheating
can prompt high false positive outcomes (Ployhart and Ehrhart, 2003). Despite cheating
being distinguished as a primary burden of the SJT, informing candidates about
the likelihood of re-sitting the test at a further stage can be a powerful
obstacle (Donovan, Dwight and Schneider, 2014).

 

The next recommended stage of the proposed selection method, an assessment
centre (AC), is a commonly applied technique collaborating various other selection
techniques in order to evaluate abilities, performance and assortment of
occupation related measurements (Zibarras & Woods, 2010).

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